Methods of training and

development for human

resource manager
MBA
ENTREPRENEURSHIP

BY
KUNAL AGARWAL
ANURAG SINGH YADAV
VAIBHAV GARG

Training And Development

Training and developmentis a function of
human resource management concerned with
organizational activity aimed at bettering the
performance of individuals and groups in
organizational settings.
It
1.
2.
3.

comprises of 3 things :Training

Education
Development

1. TrainingProcess of transferring technical know how to

employees.
It increases skills.
2. EducationIncreases knowledge.
Helps in developing logical and understanding.
3. DevelopmentGrowth of individual in all respect.
Overall growth of personality, leadership,
managerial competencies etc.

Process of Training
1. Training need analysis.
2. Training design.
3. Training validation.
4. Training implementation.
5. Training evaluation.

Objectives of training and

development
1. To improves productivity and efficiency.
2. To reduce accidents and increase safety.
3. To increase morale and motivate employees.
4. To reduce wastage and fully utilise resources.

Approach Of Training And

Development
Traditional Approach Organizations before never used to believe in
training.
They believe Managers are born and not
made.
Its a Costly affair and not worth.
Modern approach -

Indian Organizations have realized the

importance of corporate training.
It increases the total output.
New methods of training are design in
organization.
The training system in Indian Industry has been
changed to create a smarter workforce and yield
the best results.

METHODS OF TRAINING AND

DEVELOPMENT (T&D)
Training methods can be classifiedinto two
categories:
1. On The Job
2. Off The Job

On-the-Job Methods
In this method person learnsa job by actually
doing/performing
it. A person works on a joband learns and develops
expertise at
the same time.
1. Understudy
In this the employee is trained by his or her
supervisor. Thetrainee is attached with his or her
senior and called understudyor assistant.
2. Job rotation
This refers to shifting/movement of an employee
from onejob to another on regular intervals.
.

3.Special projects
The trainees' may ask to work on special projects
relatedwith departmental objectives. By this, the
trainees will acquirethe knowledge of the
assigned work and also learn how to workwith
others.
4.Committee assignment
In this, the trainees become members of a
committee. Thecommittee is assigned a problem
to discuss and makerecommendations.
5.Coaching & Counseling
In this, the supervisor or the superior acts as a
guide andinstructor of the trainee. This involves
extensive demonstrationand continuous critical
evaluation and correction.

6.Experience
It refers to learning by doing. This is one of the
oldest methodsof on-the-job training. Although
this is very effective method butit also very timeconsuming and wasteful. Thus it should
befollowed by other training methods.

ADVANTAGES OF ON-THE JOB

METHODS
1. Generally more cost effective
2. Less disruptive to the business ie employees
are not away from work
3. Training with equipments they are familiar
with and people they know can help them
4. It is more productive

Off-the-Job Methods
These methods require trainees to leave their
workplace and
concentrate their entire time towards the training
objectives.
Now a days it is popular due to limitations of the onthe-job training methods.

1. Special courses and lectures

Verbal presentation by an instructor
lecturer should have considerable knowledge
in training area
used for very large group
used in colleges&univ-application restricted in
training factory employees

2. Conferences and seminars

By attending conferences and seminars, trainees try
to look at a problem from different angles as the
participants are normally from different fields and
sectors.

3. Selected reading
This is the self-improvement training technique.
The persons acquire knowledge and awareness by
reading various trade journals and magazines.

4. Case study method

written description of an actual case study
excellent opportunity for individual to defend their
analytical and judgemental activities
what situation really is? and what should be done?
5. Programmed instruction/learning
This is step-by-step self-learning method where the
medium may be a textbook, computer or the
internet.
This is a systematic method for teaching job skills
involving presenting questions or facts, allowing the
person to respond and giving the learner immediate
feedback on the accuracy of his or her answers."

6. Brainstorming
idea generation method
creative solution to problems.
trainees should deliberately come out with
different sollutions to a problem

7. Role-playing
focuses on emotional issues rather than actual
ones
essence of role play is to create a realistic
situation as in case study
have the trainees assume the part of specific
personalities in the situation

8. Vestibule schools
uses equipment which closely resembles the
actual ones of the job
a special area or room is set aside from work
environment
trainee is permitted to learn under simulated
condition
dublicate facilities and trainer cost are
disadvantages

9. Apprenticeship training
This training approach began in the Middle Ages
when those who wanted to learn trade skill bound
themselves to a master craftsman and worked
under his guidance. Apprenticeship training is a
structured process by which people become
skilled workers through a combination of
classroom instruction and on-the-job training.

10. In-basket exercise

In this technique, the trainees are provided
background information on a simulated firm
and its products, and key personnel. After
this, the trainees are provided with in-basket
of memos, letters, reports, requests and other
documents related with the firm. The trainee
must make sense out of this mass of
paperwork and prepare memos, make notes
and delegate tasks within a limited time

11. Business games

Business games involve teams of trainees.
The teams discuss and analyze the problem and
arrive at decisions.
Generally, issues related with inventories, sales,
R&D, production process, etc. are taken up for
consideration.
12. Behavior modeling
This is structured approach to teach specific
supervisory skill.
This is based on the social learning theory in
which the trainee is provided with a specific
model of behavior.
And is informed in advance of the consequences
of engaging in that type of behavior.

13. Sensitivity (T-group) training

In this type of training, a small group of trainees
consisting of 10 to 12 persons is formed which
meets in an unstructured situation.
There is no set agenda or schedule or plan.
The main objectives are more openness with each
other, increased listening skills, trust, support,
tolerance and concern for others.
The trainers serve a catalytic role. The group
meets in isolation without any formal agenda.
There is great focus on inter-personal behavior.
And, the trainer provides honest but supportive
feedback to members on how they interacted with
one another.

14. Multiple management

This technique of training was first introduced by
McCormick, President of McCormick & co. of
Baltimore in 1932.
He gave the idea of establishing a junior board of
directors. Authority is given to the junior board
members to discuss any problem that could be
discuss in senior board.
And give recommendations to the senior board.
Innovative and productive ideas became available
for senior board.

Limitation of Training
1. Costly.
2. Time consuming.
3. Everybody can't get trained.
4. It is difficult to acceess benefit of training on
job performance.

THANK YOU

THANK
YOU